ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

Managing the outsourcing of information security processes: the 'cloud' solution

Information security processes and systems are relevant for any organization and involve medium-to-high investment; however, the current economic downturn is causing a dramatic reduction in spending on Information Technology (IT). Cloud computing (i.e., externalization of one or more IT services) might be a solution for organizations keen to maintain a good level of security. In this paper we discuss whether cloud computing is a valid alternative to in-house security processes and systems drawing on four mini-case studies of higher education institutions in New England, US. Our findings show that the organization’s IT spending capacity affects the choice to move to the cloud; however, the perceived security of the cloud and the perceived in-house capacity to provide high quality IT (and security) services moderate this relationship. Moreover, other variables such as (low) quality of technical support, relatively incomplete contracts, poor defined Service License Agreements (SLA), and ambiguities over data ownership affect the choice to outsource IT (and security) using the cloud. We suggest that, while cloud computing could be a useful means of IT outsourcing, there needs to be a number of changes and improvements to how the service is currently delivered

Moving enterprise resource planning (ERP) systems to the cloud: the challenge of infrastructural embeddedness

Cloud enterprise resource planning (ERP) solutions allow organizations to support and coordinate key business processes by leveraging virtualization. Nevertheless, moving ERPs to the cloud is not straightforward, and organizational cloud ERP initiatives raise multiple concerns. We conducted an in-depth systematic review of relevant research literature and identified six key concerns related to cloud ERP implementation: a) the introduction of new ERP work arrangements, launch b) the migration of legacy data, c) the assurance of compliance with extant rules and regulations for security, d) the continuous alignment between ERP functionality and business processes, e) the ongoing integration between ERPs and the rest of the organization’s application portfolio, and f) the establishment of adequate reliability levels. The identified concerns are associated with both transition management and operations supported by cloud ERPs. All the identified concerns are also related to the need to achieve infrastructural embeddedness. This need sets ERPs apart from other types of cloud-based applications, such as office automation solutions that do not have as many dependencies and exchanges with other systems and repositories within an organization’s information infrastructure. We argue that the challenge of embeddedness has different implications for organizations of different sizes, and we call for further empirical research.publishedVersio

Moving enterprise resource planning (ERP) systems to the cloud: the challenge of infrastructural embeddedness

Cloud enterprise resource planning (ERP) solutions allow organizations to support and coordinate key business processes by leveraging virtualization. Nevertheless, moving ERPs to the cloud is not straightforward, and organizational cloud ERP initiatives raise multiple concerns. We conducted an in-depth systematic review of relevant research literature and identified six key concerns related to cloud ERP implementation: a) the introduction of new ERP work arrangements, b) the migration of legacy data, c) the assurance of compliance with extant rules and regulations for security, d) the continuous alignment between ERP functionality and business processes, e) the ongoing integration between ERPs and the rest of the organization’s application portfolio, and f) the establishment of adequate reliability levels. The identified concerns are associated with both transition management and operations supported by cloud ERPs. All the identified concerns are also related to the need to achieve infrastructural embeddedness. This need sets ERPs apart from other types of cloud-based applications, such as office automation solutions that do not have as many dependencies and exchanges with other systems and repositories within an organization’s information infrastructure. We argue that the challenge of embeddedness has different implications for organizations of different sizes, and we call for further empirical research

Moving enterprise resource planning (ERP) systems to the cloud: the challenge of infrastructural embeddedness

Cloud enterprise resource planning (ERP) solutions allow organizations to support and coordinate key business processes by leveraging virtualization. Nevertheless, moving ERPs to the cloud is not straightforward, and organizational cloud ERP initiatives raise multiple concerns. We conducted an in-depth systematic review of relevant research literature and identified six key concerns related to cloud ERP implementation: a) the introduction of new ERP work arrangements, launch b) the migration of legacy data, c) the assurance of compliance with extant rules and regulations for security, d) the continuous alignment between ERP functionality and business processes, e) the ongoing integration between ERPs and the rest of the organization’s application portfolio, and f) the establishment of adequate reliability levels. The identified concerns are associated with both transition management and operations supported by cloud ERPs. All the identified concerns are also related to the need to achieve infrastructural embeddedness. This need sets ERPs apart from other types of cloud-based applications, such as office automation solutions that do not have as many dependencies and exchanges with other systems and repositories within an organization’s information infrastructure. We argue that the challenge of embeddedness has different implications for organizations of different sizes, and we call for further empirical research

A multiple-case study of Cloud ERP in the Norwegian public sector: From adoption to implementation

Cloud computing (CC) technology has emerged as a favorable solution for organizations due to the urgent need for complex IT infrastructures. Hence, organizations across various sectors have moved their attention toward outsourcing computing platforms. Enterprise-resource planning (ERP) systems aid organizations in obtaining an understanding of business practices by allowing seamless integration of business accurate data for decision-making. Cloud ERP has the potential to deliver the same system functionalities as on-premise systems, at lower costs and effort. However, the uptake of such technologies has been reported as particularly low for public sector organizations (PSOs) when compared with private firms. This study aims to explore factors influencing Norwegian PSOs intention to adopt cloud ERP, and which critical success factors are considered vital for a successful implementation. Furthermore, we illustrate the dynamic relationship between barriers at distinct phases. The research questions have been studied in a multiple case study, where the data has been collected through individual semi-structured interviews with Norwegian PSO representatives who either plan to adopt or have already implemented cloud ERP. The findings align with previous research regarding factors such as availability, reduced costs, updates, and maintenance. The findings also support that there is a link between organizational size and the desire to adopt. Contradictory, the findings reveal previously reported barriers such as security, vendor lock-in, lack of customization, and data ownership not to be perceived as direct barriers. Accordingly, our findings indicate more willingness among Norwegian PSOs to embrace cloud ERP than previously reported. In the implementation stage, the findings closely resemble previous research. Factors such as user training, vendor selection, system integrations, and functionality are considered critical success factors among the Norwegian PSOs. One contradiction was discovered regarding project management, as the findings indicate that PSOs put more emphasis on a project team, rather than project management in isolation. Lastly, the results add to current research by identifying the dynamic interrelationship between barriers within distinct phases. Our findings suggest that open lines of communication amongst all parties involved are crucial throughout the entire process. The establishment of a solid contract is also considered vital

History, Features, Challenges, and Critical Success Factors of Enterprise Resource Planning (ERP) in The Era of Industry 4.0

ERP has been adopting newer features over the last several decades and shaping global businesses with the advent of newer technologies. This research article uses a state-of-the-art review method with the purpose to review and synthesize the latest information on the possible integration of potential Industry 4.0 technologies into the future development of ERP. Different software that contributed to the development of the existing ERP is found to be Material Requirement Planning (MRP), Manufacturing Resource Planning (MRPII), and Computer Integrated Manufacturing (CIM). Potential disruptive Industry 4.0 technologies that are featured to be integrated into future ERP are artificial intelligence, business intelligence, the internet of things, big data, blockchain technology, and omnichannel strategy. Notable Critical Success Factors of ERP have been reported to be top management support, project team, IT infrastructure, communication, skilled staff, training & education, and monitoring & evaluation. Moreover, cybersecurity has been found to be the most challenging issue to overcome in future versions of ERP. This review article could help future ERP researchers and respective stakeholders contribute to integrating newer features in future versions of ERP

History, Features, Challenges, and Critical Success Factors of Enterprise Resource Planning (ERP) in The Era of Industry 4.0

ERP has been adopting newer features over the last several decades and shaping global businesses with the advent of newer technologies. This research article uses a state-of-the-art review method with the purpose to review and synthesize the latest information on the possible integration of potential Industry 4.0 technologies into the future development of ERP. Different software that contributed to the development of the existing ERP is found to be Material Requirement Planning (MRP), Manufacturing Resource Planning (MRPII), and Computer Integrated Manufacturing (CIM). Potential disruptive Industry 4.0 technologies that are featured to be integrated into future ERP are artificial intelligence, business intelligence, the internet of things, big data, blockchain technology, and omnichannel strategy. Notable Critical Success Factors of ERP have been reported to be top management support, project team, IT infrastructure, communication, skilled staff, training & education, and monitoring & evaluation. Moreover, cybersecurity has been found to be the most challenging issue to overcome in future versions of ERP. This review article could help future ERP researchers and respective stakeholders contribute to integrating newer features in future versions of ERP

History, Features, Challenges and Critical Success Factors of ERP in the ERA of Industry 4.0

This paper uses a state-of-the-art review system with a purpose to review and synthesize the latest information on the possible integration of potential disruptive technologies into the future development of ERP. Different software, such as Material Requirement Planning (MRP), Manufacturing Resource Planning (MRPII), and Computer Integrated Manufacturing (CIM) have been found to be the base of existing versions of ERP. Potential disruptive Industry 4.0 technologies that can be integrated into ERP are found to be artificial intelligence, business intelligence, internet of things, big data, blockchain technology, and omnichannel strategy. Notable Critical Success Factors of ERP are top management support, project team, IT infrastructure, communication, skilled staff, training & education, and monitoring & evaluation.  Moreover, cybersecurity has been found to be the most challenging issue to overcome in future versions of ERP. This paper could help the future ERP researchers and respective stakeholders contribute to integrate newer features in the future versions of ERP